topic 02 - q experts new

8/12/2019 Topic 02 - Q Experts New

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McGraw-Hill/Irwin 2008 The McGraw-Hill Companies, Inc. All rights reserved.

2.0 Quality Experts


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LEARNING OBJECTIVES:

After studying this topic, you should be able to:

1. know the founding fathers quality

management ;

2. identify the area of focus of each founding

father; and

3. be able to understand the similarities and

differences in their philosophies.

2.0 Quality Experts (Gurus & Scholars)


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GURUS ON QUALITY


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Slide 1-4

2.1 W. Edwards Deming (1900-1993)

Statistician, professor, author, lecturer and consultant

He is perhaps best known for his work inJapan.

Significant contribution to Japan's later reputation forinnovativehigh-

quality products and its economic power.

Some of his contributions to quality :

a. 1960 - the Prime Minister of Japan (Nobusuke Kishi), acting on behalf

ofEmperor Hirohitoin 1960, awarded Dr. Deming Japans

Order of the Sacred Treasure, Second Class. The citation on the medal

recognizes Deming's contributions toJapansindustrial rebirth and its

worldwide success.

b. 1950 - assistant to theSupreme Commander of the Allied Powersc. instructor in sample survey methods in government statistics.

d. an exhibit memorializing Dr. Deming's contributions and his famous

Red Bead Experimentis on display outside the board room of the

American Society for Quality.
http://en.wikipedia.org/wiki/Japanhttp://en.wikipedia.org/wiki/Innovativehttp://en.wikipedia.org/wiki/Nobusuke_Kishihttp://en.wikipedia.org/wiki/Emperor_Hirohitohttp://en.wikipedia.org/wiki/Order_of_the_Sacred_Treasurehttp://en.wikipedia.org/wiki/Supreme_Commander_of_the_Allied_Powershttp://en.wikipedia.org/w/index.php?title=Red_Bead_Experiment&action=edit&redlink=1http://en.wikipedia.org/wiki/American_Society_for_Qualityhttp://en.wikipedia.org/wiki/American_Society_for_Qualityhttp://en.wikipedia.org/wiki/American_Society_for_Qualityhttp://en.wikipedia.org/wiki/American_Society_for_Qualityhttp://en.wikipedia.org/wiki/American_Society_for_Qualityhttp://en.wikipedia.org/wiki/American_Society_for_Qualityhttp://en.wikipedia.org/wiki/American_Society_for_Qualityhttp://en.wikipedia.org/wiki/American_Society_for_Qualityhttp://en.wikipedia.org/w/index.php?title=Red_Bead_Experiment&action=edit&redlink=1http://en.wikipedia.org/w/index.php?title=Red_Bead_Experiment&action=edit&redlink=1http://en.wikipedia.org/w/index.php?title=Red_Bead_Experiment&action=edit&redlink=1http://en.wikipedia.org/w/index.php?title=Red_Bead_Experiment&action=edit&redlink=1http://en.wikipedia.org/w/index.php?title=Red_Bead_Experiment&action=edit&redlink=1http://en.wikipedia.org/wiki/Supreme_Commander_of_the_Allied_Powershttp://en.wikipedia.org/wiki/Supreme_Commander_of_the_Allied_Powershttp://en.wikipedia.org/wiki/Supreme_Commander_of_the_Allied_Powershttp://en.wikipedia.org/wiki/Supreme_Commander_of_the_Allied_Powershttp://en.wikipedia.org/wiki/Supreme_Commander_of_the_Allied_Powershttp://en.wikipedia.org/wiki/Supreme_Commander_of_the_Allied_Powershttp://en.wikipedia.org/wiki/Supreme_Commander_of_the_Allied_Powershttp://en.wikipedia.org/wiki/Supreme_Commander_of_the_Allied_Powershttp://en.wikipedia.org/wiki/Supreme_Commander_of_the_Allied_Powershttp://en.wikipedia.org/wiki/Supreme_Commander_of_the_Allied_Powershttp://en.wikipedia.org/wiki/Supreme_Commander_of_the_Allied_Powershttp://en.wikipedia.org/wiki/Order_of_the_Sacred_Treasurehttp://en.wikipedia.org/wiki/Order_of_the_Sacred_Treasurehttp://en.wikipedia.org/wiki/Order_of_the_Sacred_Treasurehttp://en.wikipedia.org/wiki/Order_of_the_Sacred_Treasurehttp://en.wikipedia.org/wiki/Order_of_the_Sacred_Treasurehttp://en.wikipedia.org/wiki/Order_of_the_Sacred_Treasurehttp://en.wikipedia.org/wiki/Order_of_the_Sacred_Treasurehttp://en.wikipedia.org/wiki/Order_of_the_Sacred_Treasurehttp://en.wikipedia.org/wiki/Order_of_the_Sacred_Treasurehttp://en.wikipedia.org/wiki/Order_of_the_Sacred_Treasurehttp://en.wikipedia.org/wiki/Order_of_the_Sacred_Treasurehttp://en.wikipedia.org/wiki/Order_of_the_Sacred_Treasurehttp://en.wikipedia.org/wiki/Order_of_the_Sacred_Treasurehttp://en.wikipedia.org/wiki/Emperor_Hirohitohttp://en.wikipedia.org/wiki/Emperor_Hirohitohttp://en.wikipedia.org/wiki/Emperor_Hirohitohttp://en.wikipedia.org/wiki/Nobusuke_Kishihttp://en.wikipedia.org/wiki/Nobusuke_Kishihttp://en.wikipedia.org/wiki/Nobusuke_Kishihttp://en.wikipedia.org/wiki/Innovativehttp://en.wikipedia.org/wiki/Japan


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Slide 1-5


He is also widely known for the :

a. System of Profound Knowledge

b. Deming Cycle.c. Fourteen Points

d. Seven Deadly Diseases

Continue


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Slide 1-6


All managers need to have a System of ProfoundKnowledge consists of 4 parts :

a. Apprec iat ion o f a sys tem: understanding the overall

processes involving suppliers, producers, and customers

(or recipients) of goods and services.

b . Kn ow ledge of var iat ion:the range and causes of variation

in quality, and use of statistical sampling in measurements.

c . Theory of knowledge:the concepts explaining knowledge

and the limits of what can be known.

d . Know ledge of psyc hology:concepts of human nature.

Continue


7/42Slide 1-7


Deming Cycle (PDCA):

Conduct consumer research and use it in planning

the product (Plan)

Produce the product (Do) Check the product to make sure it was produced in

accordance with the plan. (Check)

Market the product (Act)

Analyze how the product is received in themarketplace in terms of quality, cost and other

criteria (Analyze)

Continue


8/42Slide 1-8

8

The Deming Cycle

Plan

DoCheck

Act

Customer

Satisfaction



9/42Slide 1-9


Deming 14 points :

1. Create a Statement of Purpose.

2. Learn the New Philosophy.

3. Understand Inspection.

4. End Price Tag Decisions.

5. Improve Constantly.

6. Institute Training.

7. Teach and Institute Leadership.

8. Drive Out Fear and Innovate.

9. Optimize the Efforts of Teams and Staff.

10. Eliminate Exhortations.

11. Eliminate Quotas and MBO; Institute Improvement; and Understand

Processes.

12. Remove Barriers.

13. Encourage Education.

14. Take Action

Continue


10/42Slide 1-10


The Seven Deadly Diseases :

Lack of constancy of purpose to plan products and servicesthat have

a market sufficient to keep the company in business and provide jobs.

Emphasis on short-term profits;short-term thinking that is driven by a

fear of unfriendly takeover attempts and pressure from the bankers and

shareholders to produce dividends. Personnel review systems for managers and management by

objectives without providing methods or resources to accomplish

objectives for eg. performance evaluations, merit ratings, and annual

appraisals.

Job hoppingby managers.

Using only visible data and information in decision makingwith little or

no consideration given to what is not known or cannot be known.

Excessive medical costs.

Excessive costs of liabilitydriven up by lawyers that work on contingency

fees.

Continue


11/42Slide 1-11

Evangelist for Q and Q Management

Statistician, professor, author, lecturer and consultant

Similar to Deming, he made an impact in Japan before his ideas

were accepted in the West.

Some of his contributions to quality :

a. Pareto Principle

b. Management Theory

c. JuransTrilogy

d. Transferring quality knowledge between east and west.

e. Consultants for several US, Western-European and Japanesecompanies.

f. Founding of Juran institute.

2.2 Joseph Juran (1904-2008)


12/42Slide 1-12

Juran's famous Qual i ty Tri logy , like most trilogies

these days, consists of three parts:

1.qual i ty planning- the process for preparing to

meet quality goals;

2.quali ty contro l-the process for meeting quality

goals during operations; and

3.qual i ty imp rovement-the process for breaking

through to unprecedented levels of performance.

2.2 Joseph Juran (1904-2008)Continue


13/42Slide 1-13

Quality is free . . .

Qualityis fr ee. Itsnot a g ift , bu t it is free. Whatco sts money are the unqualit y th ings that is all

the actions that inv olv e no t do ing jobs right the

firs t time.

2.3 Philip Crosby (19062001)


14/42Slide 1-14

Philosopher and pragmatic practioner of Q

Management.

international ambassador extending theinfluence of quality thinking to the furthest

parts of the globe.

a writer and communicator who plainly spokehis message of Q and reached a broad

audience because of his clear and

pragmatic writing style.

2.3 Philip Crosby (19062001)Continue


15/42Slide 1-15

Crosby's 4 (FOUR) Abso lu tes o f Quali ty Managementare:

1. Quality means conformance to requirements, notgoodness.

2. Quality is achieved by prevention, not inspection.3. Quality has a performance standard of Zero Defects, not

acceptable quality levels.

4. Quality is measured by non conformance, not indexes.

Crosby's Basic Elements of Improvement include :

1. determination

2. education

3. implementation.

2.3 Philip Crosby (19062001)Continue


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17/42Slide 1-17

Americanquali ty contro lexpert and businessman.

He devised the concept of Total Q Controllater known as Total Qual it y Management

(TQM).

"Tota l qual i ty contro l is an effective system forintegrating the quality development, qualitymaintenance, and quality improvement efforts of thevarious groups in an organization so as to enableproduction and service at the most economical levelswhich allow full customer satisfaction."

2.4 Armand V. Feigenbaum (1922 )
http://en.wikipedia.org/wiki/Quality_controlhttp://en.wikipedia.org/wiki/Total_Quality_Managementhttp://en.wikipedia.org/wiki/Total_Quality_Managementhttp://en.wikipedia.org/wiki/Total_Quality_Managementhttp://en.wikipedia.org/wiki/Total_Quality_Managementhttp://en.wikipedia.org/wiki/Total_Quality_Managementhttp://en.wikipedia.org/wiki/Total_Quality_Managementhttp://en.wikipedia.org/wiki/Total_Quality_Managementhttp://en.wikipedia.org/wiki/Total_Quality_Managementhttp://en.wikipedia.org/wiki/Total_Quality_Managementhttp://en.wikipedia.org/wiki/Total_Quality_Managementhttp://en.wikipedia.org/wiki/Total_Quality_Managementhttp://en.wikipedia.org/wiki/Total_Quality_Managementhttp://en.wikipedia.org/wiki/Quality_controlhttp://en.wikipedia.org/wiki/Quality_controlhttp://en.wikipedia.org/wiki/Quality_control


18/42Slide 1-18

Contributions to Q :

1. his international promotion of the quality ethic,

2. his development of the concept oftotal quality control

3. his development of the quality cost classification.

4. He also mentioned the THREE (3) steps to quality ;

a. Quality Leadership,with a strong focus on planning.

b. Modern Quality Technology, involving the entire workforce.

c. Organizational Commitment,supported by continuoustraining and motivation.

Wrote several books and served as President of the American

Society for Quality(1961-1963). One of his latest books (2009) isabout The power o f management innovat ion : 24 keys forsu stain ing and accelerating bu sin ess grow th and pro fitabil i ty.

Quality must be actively managed and have visibility at the highestlevels of management.

2.4 Armand V. Feigenbaum (1922 )Continue
http://en.wikipedia.org/wiki/American_Society_for_Qualityhttp://en.wikipedia.org/wiki/American_Society_for_Qualityhttp://www.worldcat.org/oclc/277205991http://www.worldcat.org/oclc/277205991http://www.worldcat.org/oclc/277205991http://www.worldcat.org/oclc/277205991http://www.worldcat.org/oclc/277205991http://www.worldcat.org/oclc/277205991http://www.worldcat.org/oclc/277205991http://www.worldcat.org/oclc/277205991http://www.worldcat.org/oclc/277205991http://www.worldcat.org/oclc/277205991http://www.worldcat.org/oclc/277205991http://www.worldcat.org/oclc/277205991http://www.worldcat.org/oclc/277205991http://www.worldcat.org/oclc/277205991http://www.worldcat.org/oclc/277205991http://www.worldcat.org/oclc/277205991http://www.worldcat.org/oclc/277205991http://www.worldcat.org/oclc/277205991http://www.worldcat.org/oclc/277205991http://www.worldcat.org/oclc/277205991http://www.worldcat.org/oclc/277205991http://www.worldcat.org/oclc/277205991http://www.worldcat.org/oclc/277205991http://www.worldcat.org/oclc/277205991http://www.worldcat.org/oclc/277205991http://www.worldcat.org/oclc/277205991http://www.worldcat.org/oclc/277205991http://www.worldcat.org/oclc/277205991http://www.worldcat.org/oclc/277205991http://www.worldcat.org/oclc/277205991http://www.worldcat.org/oclc/277205991http://www.worldcat.org/oclc/277205991http://www.worldcat.org/oclc/277205991http://en.wikipedia.org/wiki/American_Society_for_Qualityhttp://en.wikipedia.org/wiki/American_Society_for_Qualityhttp://en.wikipedia.org/wiki/American_Society_for_Qualityhttp://en.wikipedia.org/wiki/American_Society_for_Qualityhttp://en.wikipedia.org/wiki/American_Society_for_Qualityhttp://en.wikipedia.org/wiki/American_Society_for_Qualityhttp://en.wikipedia.org/wiki/American_Society_for_Quality


19/42Slide 1-19

Some of the awards and recognitions received are :

1. First recipient of ASQ'sLancaster Aw ard.

2. ASQ 1965Edwards Medalin recognition of "his

origination and implementation of basicfoundations for modern quality control".

3. National Security Industrial AssociationAward of Merit.

4. Member of the Advisory Group of the U.S. Army.

5. Chairman of a system-wide evaluation of quality

assurance activities of the Army Materiel Command.

2.4 Armand V. Feigenbaum (1922 )Continue
http://en.wikipedia.org/wiki/National_Security_Industrial_Associationhttp://en.wikipedia.org/wiki/National_Security_Industrial_Associationhttp://en.wikipedia.org/wiki/National_Security_Industrial_Associationhttp://en.wikipedia.org/wiki/National_Security_Industrial_Associationhttp://en.wikipedia.org/wiki/National_Security_Industrial_Associationhttp://en.wikipedia.org/wiki/National_Security_Industrial_Associationhttp://en.wikipedia.org/wiki/National_Security_Industrial_Associationhttp://en.wikipedia.org/wiki/National_Security_Industrial_Association


20/42Slide 1-20

A Japanese university professor and influential

quality management innovator best known in

North America for theIsh ikawaor cause and effect

diagram (also known asfishbone diagram) that is

used in the analysis ofindus tr ial pro cess.

Ishikawa defines quality as follows :

1. Qual i ty and customer are the same thing .

2. Qual it y is a broad concep t that goes beyond jus tproduc t qual i ty to also inc lude the qual i ty of people,

pr oc esses, and every oth er aspect of the organ ization .

2.5 Kaoru Ishikawa (1915 - 1989)
http://en.wikipedia.org/wiki/Japanhttp://en.wikipedia.org/wiki/Ishikawa_diagramhttp://en.wikipedia.org/wiki/Ishikawa_diagramhttp://en.wikipedia.org/wiki/Industrial_processhttp://en.wikipedia.org/wiki/Industrial_processhttp://en.wikipedia.org/wiki/Industrial_processhttp://en.wikipedia.org/wiki/Industrial_processhttp://en.wikipedia.org/wiki/Ishikawa_diagramhttp://en.wikipedia.org/wiki/Ishikawa_diagramhttp://en.wikipedia.org/wiki/Ishikawa_diagramhttp://en.wikipedia.org/wiki/Ishikawa_diagramhttp://en.wikipedia.org/wiki/Japan


21/42Slide 1-21

His contributions to quality are :

1. User FriendlyQuali ty Contro l.

2. Fishbone Cause and Effect Diagram -

Ish ikawa diag ram.3. Implementation ofQuality Circles.

4. Emphasised theInternal cus tomer.

5. Shared Vision

2.5 Kaoru Ishikawa (1915 - 1989)Continue
http://en.wikipedia.org/wiki/Ishikawa_diagramhttp://en.wikipedia.org/wiki/Quality_Circleshttp://en.wikipedia.org/wiki/Internal_customerhttp://en.wikipedia.org/wiki/Internal_customerhttp://en.wikipedia.org/wiki/Internal_customerhttp://en.wikipedia.org/wiki/Internal_customerhttp://en.wikipedia.org/wiki/Quality_Circleshttp://en.wikipedia.org/wiki/Quality_Circleshttp://en.wikipedia.org/wiki/Quality_Circleshttp://en.wikipedia.org/wiki/Ishikawa_diagramhttp://en.wikipedia.org/wiki/Ishikawa_diagramhttp://en.wikipedia.org/wiki/Ishikawa_diagram


22/42Slide 1-22

Some of the awards and recognitions received :

1. 1972 American Society for Quality's Eugene L.

Grant Award.

2. 1977 Blue Ribbon Medal by the JapaneseGovernment for achievements in industrial

standardization.

3. 1988Walter A. Shewhart Medal.

4. 1988 Awarded the Order of the Sacred Treasures,

Second Class, by the Japanese government.

http://en.wikipedia.org/wiki/American_Society_for_Qualityhttp://en.wikipedia.org/wiki/Walter_A._Shewhart_Medalhttp://en.wikipedia.org/wiki/Order_of_the_Sacred_Treasureshttp://en.wikipedia.org/wiki/Order_of_the_Sacred_Treasureshttp://en.wikipedia.org/wiki/Order_of_the_Sacred_Treasureshttp://en.wikipedia.org/wiki/Order_of_the_Sacred_Treasureshttp://en.wikipedia.org/wiki/Order_of_the_Sacred_Treasureshttp://en.wikipedia.org/wiki/Order_of_the_Sacred_Treasureshttp://en.wikipedia.org/wiki/Order_of_the_Sacred_Treasureshttp://en.wikipedia.org/wiki/Order_of_the_Sacred_Treasureshttp://en.wikipedia.org/wiki/Order_of_the_Sacred_Treasureshttp://en.wikipedia.org/wiki/Order_of_the_Sacred_Treasureshttp://en.wikipedia.org/wiki/Walter_A._Shewhart_Medalhttp://en.wikipedia.org/wiki/Walter_A._Shewhart_Medalhttp://en.wikipedia.org/wiki/Walter_A._Shewhart_Medalhttp://en.wikipedia.org/wiki/Walter_A._Shewhart_Medalhttp://en.wikipedia.org/wiki/Walter_A._Shewhart_Medalhttp://en.wikipedia.org/wiki/Walter_A._Shewhart_Medalhttp://en.wikipedia.org/wiki/Walter_A._Shewhart_Medalhttp://en.wikipedia.org/wiki/Walter_A._Shewhart_Medalhttp://en.wikipedia.org/wiki/American_Society_for_Qualityhttp://en.wikipedia.org/wiki/American_Society_for_Qualityhttp://en.wikipedia.org/wiki/American_Society_for_Qualityhttp://en.wikipedia.org/wiki/American_Society_for_Qualityhttp://en.wikipedia.org/wiki/American_Society_for_Qualityhttp://en.wikipedia.org/wiki/American_Society_for_Qualityhttp://en.wikipedia.org/wiki/American_Society_for_Quality


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Slide 1-23

At Ishikawa's 1989 death, Juran delivered this

eulogy:

There is so much to be learned by stud ying how Dr. Ishik awa

managed to accom pli sh so much du ring a sin gle lifetim e. In myobserva t ion , he d id so by app ly ing h is natura l g i f ts in an

exemplary way. He was ded icated to serv ing so ciety rather than

servin g himself. His manner was mod est, and this elici ted the

cooperat ion o f o thers . He fo l lowed h is own teach ings by

secur ing facts and sub jecti ng them to rigorou s analys is. He wascompletely sincere, and as a resu lt was tru sted completely.

http://en.wikipedia.org/wiki/Eulogyhttp://en.wikipedia.org/wiki/Eulogy


24/42

Slide 1-24

Engineer , Statistician

1950s onwards, Taguchi developed a methodology for

applying statistics to improve the quality of

manufactured goods.

Controversial with Western conventional

Statisticians but many others accepted as

knowledge.

Measured quality as the variation from the target

value of a design specification, and then

translated that variation into an economic "loss

function" that expresses the cost of variation in

monetary terms.

2.5 Genichi Taguchi (1924 )
http://en.wikipedia.org/wiki/Statisticshttp://en.wikipedia.org/wiki/Statistics


25/42

Slide 1-25

His Contributions to quality are :

1. TaguchiLoss Funct ion, used to measure financial loss

to society resulting from poor quality.

2. The philosophy ofoff -l ine quali ty contr ol, designing

products and processes so that they are insensitive

(robust) to parameters outside the design engineers

control.

3. Innovations in the statistical design of experiments,

notably the use of an outer array for factors that are

uncontrollable in real life, but are systematically varied

in the experiment.

2.5 Genichi Taguchi (1924 )

C ti


26/42

Slide 1-26

Some of the awards and recognitions received :

1. Honorary member of the Japanese Society of

Q Control and of the American Society for Q.

2. Shewhart Medalof the American Society for Q

(1995).

3. Honoured as a Quality Guru by the British

Department of Trade and Industry (1990).

2.5 Genichi Taguchi (1924)Continue
http://en.wikipedia.org/wiki/Shewhart_Medalhttp://en.wikipedia.org/wiki/Shewhart_Medalhttp://en.wikipedia.org/wiki/Shewhart_Medalhttp://en.wikipedia.org/wiki/Shewhart_Medal


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Slide 1-28

He is a leading scholar developing the areas

of relationship marketing and customer

relationship management.

He is also one of the scholars pioneering

modern service marketing and the service

logic and one of the earliest proponents of

the term service management to describe

market-oriented management based on aservice logic in service and manufacturing

firms.

2.7 Christian Gronroos

Continue


29/42

Slide 1-29

He authored numerous books and articles on service

quality. Some of them are :

1. Management e markting dei servizi. La gestione del cliente

nel mercato dei servizi. In `Italien. Torino: isedi, 2009.

2. Marketing gerenciamento e servicos. In Portuguese. 3rd

edition. Rio de Janeiro: Elsevier Editora Ltda, 2009.3. Palvelujen johtaminen ja markkinointi (Service management

and marketing). In Finnish. 3rd edition. Espoo: WSOYpro,

2009.

4. Service management och marknadsfring (Service

management and marketing). In Swedish. 3rd edition.Malm, Sweden: Liber, 2008.

5. F w guanli yu yngxiao. Jiyu guke qunxi guanli celue

(Service management and marketing.Customer management

in service competition). In Chinese. 3rd edition. Beijing:

Publishing House of Electronics Industry, 2008.

2.7 Christian GronroosContinue

Continue


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Slide 1-30

His Scholarly articles :

1. Value Co-creation in Service Logic. A Critical Analysis.

Marketing Theory, Vol. 11 (forthcoming 2011).

2. A service perspective in business relationships: The value

creation and marketing interface. Industrial Marketing

Management, Vol. 40, (forthcoming 2011).3. Service as business logic: implications for value creation and

marketing (together with Annika Ravald). Journal of Service

Management, Vol. 22, No. 2 (forthcoming2011).

4. Adopting a service logic in manufacturing. Conceptual

foundation and metrics for mutual value creation (togetherwith Pekka Helle). Journal of Service Management, Vol. 21,

No. 5, 2010, pp. 564-590.


Continue


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Slide 1-31

His Scholarly articles :

5. Service Logic Revisited: Who Creates Value? And Who Co-

creates? European Business Review, Vol. 20, No. 4, 2008, pp.

298-314.

6. Service Productivity: Toward a Conceptualization of the

Transformation of Inputs into Economic Results in Services

(together with Katri Ojasalo). Journal of Business Research, Vol.

57, No. 4, 2004, pp. 414-423.

7. Taking a customer focus back into the boardroom: can

relationship marketing do it?. Journal of Marketing Theory, Vol.

3, No. 1, 2003, pp. 171-173.8. The Perceived Service Quality Concept A Mistake. Managing

Service Quality, Vol. 11, No. 3, 2001, pp. 150-152.


Continue


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Slide 1-32

An Indian professor of Marketing at the

University of Miami and has published numerous

articles.

He authored several books and articles. Someselected ones are :1. Technoready Marketing: How and Why Your Customers

Adopt Technology, The Free Press (coauthor with Colby).

2. Marketing Services:Competing Through Quality, The

Free Press (co author with Berry).

3. DeliveringQuality Servic eBalancing Customer

Perceptions and Expectations, The Free Press (co author

with Zeithaml and Berry).

Continue

2.8 A. Parasuraman

Continue


33/42

Slide 1-33

His area of interests and specialties are :

1. defining, measuring and leveraging service quality

2. role of technology inservice delivery.

3. strategies for effectively marketing technology-based

products and services.

4. services marketing.

5. service qualitymeasurement and improvement

technologysrole in marketing to and serving customers.

Continue

2.8 A. Parasuraman

Continue


34/42

Slide 1-34

Continue

2.9 Valarie A. Zeithaml

An American who is internationally

recognized pioneer ofservices marketing.

Her research interest areas are :

a. Customer Equity

b. Service Quality

c. Services Marketing

d. Consumer Perceptions of Price andQuality

Continue


35/42

Slide 1-35

Continue

2.9 Valarie A. Zeithaml

Her contributions to quality are :

1. Devoted the last 20 years to researching,

consulting and teachingservice quality, services

managementandcustomer equity.

2. Consulted with service and product companies,

including IBM, Kaiser Permanente, GE,

Caterpillar, John Hancock Financial Services,

Aetna, AT&T, Sears, Metropolitan Life Insurance,Bank of America, Chase Manhattan Bank, Allstate,

BellSouth, and Procter and Gamble.


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Slide 1-37

Continue

2.9 Leornard L. Berry

Distinguished Professor of Marketing.

He is also Professor of Humanities in Medicine

in the College of Medicine at The Texas A&M

University System Health Science Center.

During the 2001-2002 academic term he served

as a Visiting Scientist at Mayo Clinic studying

healthcare service.

Dr. Berry has been identified as the most

frequent contributor to the English-language

services marketingliterature in the world.

Continue


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Slide 1-38

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Some of the awards and recognitions receivedare :

1. 2007, Winner of the Best Paper Award for article published in

Business Horizonsin 2007,Buildinga Strong Services

Brand:2. Lessons from Mayo Clinic, Business Horizons, May-June

2007 (with Kent D. Seltman).

3. 2003, American Marketing Association SERVSIG Best

Services Marketing Article Award for 2002, Understanding

Service Convenience,Journal of Marketing, July 2002 (withK. Seiders and D. Grewal).

4. 2002, Selected as the namesake for a new annual

community award for customer service. The award is called

the Leonard L. Berry Customer Service Excellence Award.

Continue


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Slide 1-39

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Some of the awards and recognitions received are :

5. 1999, Appointed Distinguished Professor of Marketing, Texas

A&M University.

6. 1997, American Marketing Association SERVSIG Best

Services Marketing Article Award for 1996, The BehavioralConsequences of ServiceQuality,Journal of Marketing, April

1996 (with Valarie Zeithaml and A. Parasuraman).

7. 1996, Association of Former Students Distinguished

Achievement Award in Research, Texas A&M University.

8. 1996, American Marketing Association SERVSIG ServicesMarketingCareer Contributions Award.

Continue


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Slide 1-40

Continue


His contributions to quality are :

a. authored and published numerous books, articles and

proceedings in his area of interests which are :

- Healthcare Services Marketing

- Service Marketing

- Service Quality- Retailing

- Service Management

b. A member of the board of directors of several major public

companies and national not-for-profit organizations.c. Some of his great books are Management Lessons

from Mayo Clinic, Discovering the Soul of Service, On

Great Service,Marketing Servic es:Competing Through

Quality,and Delivering Quality Service.


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topic 02 - q experts new

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